Journey from a Reactive Safety Program to a Proactive Safety Process John Martin MeadWestvaco Kraft Division Charleston SC Maintenance Training Administrator B-Safe Internal Consultant Anatomy of Change 2/24/2019

How do you keep continuous improvement in your safety processes? Management commitment & leadership Involve employees at all levels of the organization in the safety process Continuously review your management systems for injury/illness prevention Routinely assess your safety culture Maintain a robust accountability system Start by articulating a clear vision of what your organization should be. Present the vision clearly, and explain why it is important for your organization to achieve this vision. Include a picture of the leadership skills this vision will require. For example, global thinking, strategic partnering, etc. Anatomy of Change 2/24/2019

Anatomy of a Accident (1984) John Martin’s Story An analysis of events that occurred on June 7th 1984 Journey of the people that were affected by that day. Once you’ve communicated where you want to go, estimate how close you are to achieving the vision. Identify strengths of the organization. Also note areas where improvements must be made to bring you closer to the vision. Be sure to include the “As Is” of leadership strengths and areas for improvement. Organizations don’t change, people do. Anatomy of Change 2/24/2019

Setting the Stage for Change Moving an organization from reactive to proactive safety process. How do you measure success? Trailing Indicators Leading Indicators Goals help you focus on specific achievements that will bring you to the overall vision. Your goals should be challenging but realistic. Express goals in terms that are measurable, so that you can tell when you have achieved them. Use multiple slides if necessary to communicate your goals clearly and distinctly In essence, as a change agent, you must inspire others to believe that they can change and motivate them to take action. Emphasize the importance of continuous progress and making goal-setting a part of managing organizational change. Anatomy of Change 2/24/2019

How do you measure Success? Trailing Indicator – A safety measure that is downstream of incidents. Trailing indicators often are measures of failure, an outcome measure. Trailing indicators are not diagnostic, they do not tell you what part of the system is broke. Develop plans of action to achieve each of your goals. Together these plans comprise your strategy to bring you from the As Is to the Should Be. Each plan should be specific, including who is responsible for each part, and how all the parts fit together. Use multiple slides if necessary. Anatomy of Change 2/24/2019

How do you measure Success? Trailing indicators: Total Case Incident Rate (TCIR) Lost Workday Case Incident Rate (LWCIR) Lost Work Days Workers’ Compensation Claim Rate (WCCR) Incurred Workers’ Compensation Costs per Hour Worked Visits to First Aid Manpower Availability Accident Investigations Develop plans of action to achieve each of your goals. Together these plans comprise your strategy to bring you from the As Is to the Should Be. Each plan should be specific, including who is responsible for each part, and how all the parts fit together. Use multiple slides if necessary. Anatomy of Change 2/24/2019

How do you measure Success? Leading Indicator – leading indicators are the performance drivers that communicate how outcome measures are to be achieved; a measure that is upstream of incidents. Leading indicators are also used to measure activities, whether or not things are getting done. Leading indicators provide data to assess aspects of the safety system that need to be fixed. Leading indicators “measure the presence of safety.” Develop plans of action to achieve each of your goals. Together these plans comprise your strategy to bring you from the As Is to the Should Be. Each plan should be specific, including who is responsible for each part, and how all the parts fit together. Use multiple slides if necessary. Anatomy of Change 2/24/2019

How do you measure Success Leading indicators: Safety committee activity Safety logbook use Hazard Identification Process Job Safety Analysis Near miss Analysis Health and Wellness Committee Activities Compliance Training activity Management Accountability Process Safety Review and Reinforcement Sessions Safety Action Planning Schedule your plans so that progress towards them can be monitored. Break up larger plans into discrete milestones so that you can track progress. Anatomy of Change 2/24/2019

How do you measure Success Leading indicators: Safety committee activity Safety logbook use Hazard Identification Process Job Safety Analyses Completed Near miss Analysis Health and Wellness Committee Activities Compliance Training activity Management Accountability Process Safety Review and Reinforcement Sessions Safety Action Planning Process element performance levels, Safety perception survey results Number/percent of hazards identified/corrected Number of one on one contacts completed Number/percent of employees involved in meaningful accident prevention activities Contact rate % safe Comment quality Number of action plans completed Number/percent of near misses reported/investigated/preventive actions completed). Schedule your plans so that progress towards them can be monitored. Break up larger plans into discrete milestones so that you can track progress. Anatomy of Change 2/24/2019

Leading Indicators BBS Process Participation Ergonomic Action Plan that measures the number of MSD Stressors removed from the process. Safety integrated in companies strategic plans Budget to facilitate empowering the entire workforce. Your plan will have costs, both financial and in terms of time and effort. Estimate the costs as closely as possible, and justify the costs with benefits. Anatomy of Change 2/24/2019

Keys to successful implementation of a proactive safety culture. Assessment of safety culture Collaboration/integration of safety & health in the business planning process Continuous improvement process that keeps the safety process evergreen. Total commitment to proactive safety processes. (Management commitment & leadership) Focus on leading indicator measurement. Schedule regular follow-up periods to track issues and monitor progress. Ensure that there are lines of communication between everyone who is responsible for a part of the plan, so that issues are communicated and resolved in a timely manner. Anatomy of Change 2/24/2019

Proactive Safety Review Safety Process fully integrated into the Company’s Strategic Plan. Collaborative relationship between Safety/Health Department and all levels of organization. Customization of Behavioral Safety Process to fit needs of organization. Implementation of a “systematic approach” to injury/illness prevention. Paint a vivid picture of the new and improved organization. Be sure to include your audience enjoying the rewards of the change in your picture. Anatomy of Change 2/24/2019

Measure the Presence of Safety! John Martin MeadWestvaco Kraft Division Charleston SC Maintenance Training Administrator B-Safe Internal Consultant 843 745 3201/AJM13@meadwestvaco.com Anatomy of Change 2/24/2019